agile planning for project managers
TRANSCRIPT
Agile planning for Project Managers
Jürgen Van Gorp – The Bayard Partnership
Speakers Information
ir. Jürgen Van Gorp, PMP, PhD
Author of the “Chagwa” theory and “The Castle”
Seasoned project & program manager – Change – Agile –Waterfall
Partner of the Bayard Partnership
Content
A Case Study
Measure
Plan
Control
A Case Study
SAP transition program
2 years project
7.4 M€ budget
12 project streams
Different teams from 4 departments
All streams work in an Agile framework
Financials after one year
False feeling:“All within budget”
Product Delivery after one year
What was asked What was delivered
Agile STREAM 1
Agile STREAM 2
Agile STREAM 3
Agile STREAM 4
Agile STREAM ....
Agile STREAM 12
Agile STREAM 1
Agile STREAM 2
Agile STREAM 3
Agile STREAM 4
Agile STREAM ....
Agile STREAM 12
Problem Statement
Immediate damage: expected to be +1 M€
Opportunity cost
Impact on other projects
Sunk costs
High uncertainty on future progress
High uncertainty on project success
Loss of trust between teams
How to get control again?
CONTROL THEORY
Golden Rule: You can’t control what you cannot measure
New approach
Fix overall planning
Iterate planning for AgileTeams
Control scope
Measure
PlanControl
Measure
Use an Agile planning IT tool used (Jira)
Measurement Requirements
Requirement 1:Every User Epic and User Story must have Story Points estimated
Requirement 2: All work effort must be entered also bug fixing, spikes, ...
Requirement 3: Team Members must do Time Tracking for all work done
Measure
Hard Data : example
SAP Team : 2,6 man-days per Story Point
Application Team: 4 man-daysper Story Point
70% of the time spent on bug fixing and spikes
User Stories growing over time (scope creep) see next slides
Measure
Hard Data : Agile Team maturity
Team 1: Low Maturity
Poor initial estimation of Story Points
Late start
Measure
Product Backlog
Hard Data : Agile Team maturity
Low Maturity
Product Backlog onlygradually developed
Story points added withevery sprint
Measure
Product Backlog
Hard Data : Agile Team maturity
Low Maturity
Story Point increase of 260%over 6 months
“Persistent scope creep”
Measure
Product Backlog
Hard Data : Agile Team maturity
Low Maturity
No visibility on when thework is done
Measure
Product Backlog
Hard Data : Agile Team maturity
Team 2: Medium Maturity, low experience Full estimation of Story Points
for Epics and Stories
Story Point increase of 67%over 12 months
Product Backlog known fromstart
Possible to do planning (withcontingency)
Measure
Product Backlog
Epic – x SP
Epic – x SP
Epic – xx SP
Epic – xx SP
Epic – xx SP
Hard Data : Agile Team maturity
Team 3: High Maturity, high experience Full estimation of Story
Points for Epics and Stories
Story Point increase of 10%over 12 months
Product Backlog knownfrom start
Possible to do planning
Measure
Product Backlog
Epic – x SP
Epic – x SP
Epic – xx SP
Epic – xx SP
Epic – xx SP
Plan
How was re-planning done? Work transitioned from Low Maturity to High Maturity Teams Agile teams determine planning for project streams
Agile Teams do initial User Epics and Story Point Estimation PM could calculate new planning from there
Project Manager determines program planning based on all inputs Internal and External dependencies Interface dependencies Key milestones Contingency boundaries Holiday seasons SOx, legal requirements, Compliance ... Changes in Business requirements
Infrastructure patching
.... and much, much more
A Case StudyPlan
Jan-Feb-Mar Apr-May-Jun Jul-Aug-Sep Oct-Nov-Dec Jan-Feb-Mar Apr-May-Jun Jul-Aug-Sep
Aspac
Converter
EMEA
and NA
Bank
software
Integration
Interface 2
Archiving &
Decom
Application X
Integration
Interface 1
Integration
Interface 3
Prep
H-Care
Base build
V 1.0
Turkey
pilot
EMEA Group 1
EMEA Group 2
NA
US
Design & Analysis
Development & Config
UAT Go-Live
Timing dependent per stream
Analysis
DVL
Development Dvl
Analysis
Integration
Development
Nordics
CZ
Go-LiveIntegrationTest & Train
UAT
03-Feb
03-Feb
lockdown DVL
Development & Config UAT Cut-Over
Development
Dvl
UAT
A Case Study
New planning
Remark: Waterfall-isch, but truly is managed Agile
Timing analysis still had an overrun with +18 months
Budget analys still had an overrun with 2.5 M€
Agile approach: decision to decrease scope
Timing and budget back on track
Role of the Project Manager: guard scope creep with Product Owner (not with the Agile Team!)
Plan
Control
CHAGWA theory: controlling Agile Teams
Scrum team defines pace based on velocity, not theproject manager
Product Owner definesscope, not the project manager
Cost
Waterfall
Control
Controlling Agile Teams• Waterfall project
• Project Manager is in control
• Deliver Scope againstmilestones, resulting in cost
• Project Manager guards scope
• Project Manager behaviour• Determine project team
• Manage time and scope
• Monitor budget
• Agile project• Scrum Team is in control
• Team delivers in fixed sprints, with volatile scope
• Product Owner guards scope
• Project Manager behaviour• monitor scope and time
• Manage velocity withscrummaster (resources)
• Manage scope with Product Owner
Lessons learned
No control without data
Yes, planning is possible. Also for Agile. Manage team size and scope, not team members or cost
Use digital tools for project follow-up Pull reports weekly
Analyse expected ‘landing dates’
Manage Agile teams with the scrummaster (velocity) andthe Product Owner (scope)
Questions?